HomeMy WebLinkAboutItem 61
City of Lakeville
Finance Department
Memorandum
To: Mayor and Council
From: Justin Miller, City Administrator
Jerilyn Erickson, Finance Director
Date: August 28, 2017
Subject: 2018 Preliminary Budget & Property Tax Levy; CIP
The purpose of this report is to provide the City Council with an overview of community
growth, proposed 2018 property tax levy, property tax supported-funds, primary drivers of
the revenues and expenditure changes in the General Fund as well as the impact of such on
the median valued home and fund balance reserves.
City staff has been preparing their 2018 budget requests over the past few months. The
proposed budgets reflect some of additional resources needed because of community
growth, increased costs for personnel, commodities, etc.
Community Growth
The City of Lakeville has experienced significant growth during these past ten years. Since
2008, growth from new construction has added $1.09 billion to the taxable market value of
which $694 million or 64% of the growth has occurred in the past five years. The following
chart provides a breakdown of that growth:
Type 10-Yr Growth 5-Yr Growth
Residential $ 912,187,700 84.0% $ 603,877,500 87.0%
Commercial/Industrial 120,598,600 11.0% 67,207,000 9.7%
Apartments 47,709,500 4.4% 22,478,600 3.2%
Other 6,036,600 0.6% 884,600 0.1%
Total $1,086,532,400 100.0% $ 694,447,700 100.0%
The population has grown from 55,954 in 2010 (U.S. Federal Census) to approximately 63,000,
or 12-13%. As we add commercial and industrial businesses, this also increases the amount of
traffic and number of people requiring services from the City (i.e. streets, parks, police, fire,
etc.)
Preliminary taxable market values have increased $522 million or 8.4% from 2017 to 2018, of
which approximately $177 million or 2.9% is from new construction. Based on the 2017 tax
rate, new construction will generate about $776,000 in property taxes. This equates to about
2.9% of the 2017 property tax levy.
2
City Tax Rate
The City has been fortunate to keep its tax rate relatively low. Since 2013, the tax rate has
declined primarily due to significant new construction growth.
Proposed Property Tax Levy
The following chart provides a guide for establishing the 2018 tax levy based on factors that
impact the Lakeville community:
Growth (New Construction) 2.90%
CPI-U (MSP) 1.30%
Debt Service* 3.00%
Total 7.20%
*Before one-time adjustments
The proposed 2018 property tax levy is comprised of the following components:
Fund Proposed
2018
Levy
Change
from 2017
($)
General Fund $20,137,100 $1,295,100
Street Reconstruction 50,000 0
Pavement Management Fund 1,191,550 0
Building Fund 420,000 270,000
Equipment Fund 575,000 225,000
Park Improvement Fund 175,000 0
Trail Improvement Fund 111,200 0
Debt Service Funds 5,594,418 (215,446)
TOTAL LEVY $28,254,268 $1,574,654
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Est
Lakeville Tax Capacity Rates
.36624 .36661
3
The proposed 2018 tax levy is 5.9% increase over the 2017 tax levy. The estimated tax
capacity rate is 36.661%, which equates to a 2.3% decrease from the 2017 tax rate of 37.510%.
The estimated 2018 tax rate is the lowest since 2010.
If the tax rate was maintained at the 2017 level, approximately $2.16 million in additional
revenues would be generated to fund city services, including equipment replacement, major
facility improvements, etc.
The proposed 2018 tax levy takes advantage of some one-time funds available from capital
project funds that are being closed out. The funds are unspent bond proceeds and can only
be transferred to the corresponding debt service funds; therefore, the debt service levy is
being reduced. This tax capacity enables us to increase the funding that is needed in the
Equipment Fund and the Building Fund for replacement of capital assets, technology
improvements and major facility improvements. These two funds have historically been
underfunded from a long-term planning perspective and should be increased to provide a
stable funding source.
Impact on Median Valued Home
The median valued home increased 6.64%% from $266,700 to $284,400. A 5.90% increase in
the property tax levy would result in the city portion of the property taxes increasing by
approximately $49. The additional $49 will provide resources for the following Funds:
Fund
General Fund $40.30
Building Fund 8.40
Equipment Fund 7.00
Debt Service Funds (6.70)
Total $49.00
Primary Drivers of Revenue Changes in the General Fund
The primary drivers of the change in revenues for the preliminary 2018 General Fund budget
are as follows:
General Fund Revenues Totals
Property Taxes (New)1,283,000$
Other Tax (4,000)
Licenses & Permits 148,000
Licenses 3,000
Permits*145,000
Intergovernmental (29,000)
Police State Aid (23,000)
Federal DUI Officer Grant (16,000)
Fire Training Grant 18,000
Downtown Development Guide (23,000)
Other Grants (Traffic Safety/Met Council)15,000
Charges for Services 234,000
General Governement 25,000
Public Safety 16,000
Public Works 112,000
Recreation 81,000
Court Fines (41,000)
Donations 10,000
Total 1,601,000
*Single family building permits are budgeted at 350 for 2018.
4
Primary Drivers of Expenditure Changes in the General Fund
The primary drivers of the change in expenditure levels for the preliminary 2018 General Fund
budget are as follows:
General Fund Expenditures Totals
Personnel:1,003,000$
2017 New Positions-Transition to Full Year for 2018 45,000
2018 New Positions 223,000
2018 COLA 239,000
2018 Step Increases 90,000
2017 Step Increases - Full Year Impact in 2018 120,000
Change in Benefits-FICA, MC, PERA, WC, etc.166,000
Other (Transitions)120,000
Commodities:15,500
Motor Fuels 37,000
Police Clothing (14,500)
Art Center-Operating supplies 10,000
Other Departments (17,000)
Other Charges/Services:322,000
Community Survey & Envision Lakeville Update 30,000
Association of Metro. Municipalities Membership 6,000
Legal Fees 23,000
Elections 56,000
Planning-Comprehensive Plan Update 15,000
Community Development-Downtown Development Guide (22,500)
Inspections-Contractual Electrical Inspector 10,000
Insurance Allocation - Property/Liability 103,000
Information Systems - Maintenance Contracts 35,000
Information Systems - Schools and Conferences (13,750)
Human Resources-Market Study (15,000)
Police DCC Operations 140,000
Police-Schools and Conferences 11,000
Engineering Fees - Trans Plan Update/CR70 Study/Etc.(128,000)
Engineering Schools and Conferences 4,000
Parks-Oak Wilt & EAB Control 10,000
Recreation-Youth Activities 20,000
Art Center Grant Funded Programs (26,000)
Art Center Building Mainenance Projects 10,000
Other Departments 54,250
Capital Outlay:27,000
New Inspector Vehicle 24,000
Other Departments 3,000
Total 1,367,500$
Change shown from 2017 Original Budget
5
Personnel Requests
New full-time positions included in the 2018 proposed budget (in order of priority):
o General Fund:
Police Dept - Police Officer #1 - effective 06/01/2018 (full-time)
Police Dept - Police Officer #2 – effective 10/01/2018 (full-time) – this replaces
the grant-funded position; the grant ends 09/30/2018; FTE=.25
Police Dept - Police Officer #3 - effective 06/01/2018 (full-time)
Arts Center – Reclassify Administrative Assistant to Program Coordinator –
effective 01/01/2018
Facilities Dept – Facility Attendant (part-time) – effective 01/01/2018
New positions/reclassifications requested but NOT included in the 2018 proposed
budget:
o Fire Dept – Administrative Assistant (change from part-time to full-time)
o Art Center – Office Assistant (part-time)
o Police Dept – Receptionist (part-time)
o Engineering – GIS Analyst II (full-time)
o Finance – Intern
The financial impact of the new and reclassified positions included the General Fund budget
is approximately $245,000 (personnel and other commodity costs). It should be noted that
the transitional cost for the 2019 budget will be approximately $174,000.
Preliminary Yearend 2017 Estimates
The following chart provides a summary of the anticipated changes in revenues and
expenditures for 2017 and the impact on the fund balance:
2017 2017 Variance
Budget YE Estimate Positive (Negative)
Revenues 25,318,822 25,714,636 395,814
Expenditures 26,434,999 26,135,017 299,982
Excess (deficiency) of revenues
over expenditures (1,116,177) (420,381) 695,796
Transfers from other funds 782,655 782,655 -
Transfers to other funds (1,145,000) (1,888,191) (743,191)
Net change in fund balance (1,478,522) (1,525,917) (47,395)
Fund Balance
The Fund Balance Policy states that the City will endeavor to maintain an unrestricted fund
balance in the General Fund of an amount not less than 40% and not greater than 50% of the
next year’s budgeted expenditures of the General Fund.
Staff is recommending the following additional transfers in 2017 of General Fund reserves
(from 2017 operations) which will result in an estimated reserve balance of 46.2% at
12/31/2017:
6
Use of Funds
Fiber Project-Phase I $243,000
Equipment Fund-Vehicle/Equipment
Replacement
500,000
TOTAL $743,000
The preliminary 2018 budget includes the use of reserves for one-time or long-term
purchases as follows:
Use of Funds
Fiber Project-Phase II $245,000
Comp Plan Updates 51,000
Inspections-Vehicle 24,000
Trail Improvement Fund 100,000
Building Fund-Facility Improvements 300,000
Community Survey/Envision Lakeville
Update
30,000
TOTAL $750,000
The following table shows the estimated impact on the General Fund reserve balance at year
ending 12/31/2018:
Levy
Proposed
Change ($) Change (%) FB/CY Exp FB/Est 2019 Exp*
$28,254,268 $1,574,654 5.90% 46.2% 42.0%
*2019 Expenses include 3% growth plus transitional costs for new personnel ($174k)
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%
55.0%
60.0%
YE 2015 YE 2016 Projected YE 2017 Projected YE 2018
General Fund
Fund Balance
Target Range
7
Street Reconstruction
The proposed tax levy includes $50,000 to be designated for funding a portion of the City’s
share of the street reconstruction projects.
Pavement Management Fund
The proposed tax levy includes $1,191,550 to be designated for funding the City’s pavement
management program.
Facilities Plan
A Facilities Plan has been established to determine what the long-term funding needs are for
maintaining the City’s buildings. The Facilities Plan summary shows the uses of funds by
facility and the various funding sources. The primary funding source is the property tax levy
although staff will seek other funding sources when appropriate such as energy rebates.
The Facilities Plan strives to provide a stable funding source recognizing that the
expenditures will fluctuate from year to year. Historical funding has been significantly less
than the projected expenditures. Staff is recommending an increase in the property tax levy,
as well.
Major facility improvements planned in 2018 include:
Arts Center
o Facility waterproofing and landscaping (in progress from 2017);
o Auditorium, pottery and art room LED lighting retrofits;
o Condenser unit replacements;
o Tuckpointing/brick sealing;
Central Maintenance Facility
o Gas pump replacement;
o Wash bay hotsy replacement;
City Hall
o Smartstruxure system integration;
o Relamp fluorescent fixtures;
o Bollard and outdoor LED lighting retrofits;
o Furniture replacement (Lobby);
Fire Department
o FS#2 – Make-up air system install;
o FS#3 – Carpet replacement;
o FS#4 – Carpet replacement;
Heritage Center
o LED lighting retrofits;
o Reroof Area B;
o Roll-down gate;
o Smartstruxure system integration;
Kenrick Liquor Store
o Smartstruxure system integration;
8
Police Department
o LED lighting retrofit – parking lot;
o Briefing room chairs/tables;
o Server room backup A/C unit;
o BDA radio signal booster;
o Building display system;
Water Treatment Facility
o Condensing units;
o Building automation Isite controls replacement;
Equipment Plan
The Equipment Plan has been established to determine what the long-term funding needs
are for replacement of the City’s vehicles and equipment at the end of their useful lives as well
as the addition of new equipment as the City continues to grow. The Equipment Plan
summary shows the use of funds by department and the various funding sources. The
primary funding sources have been contributions from the Liquor Fund, property tax levies
and auction proceeds. Occasional contributions from other funds have been utilized when
available and appropriate such as General Fund, Pavement Management Fund, and
Communications Fund.
This year, staff initiated a process of evaluation based upon a point system developed by
Dakota County. Metrics include miles driven, engine hours, vehicle or equipment usage (daily
use vs. periodic use; snowplowing vs. hauling), cost of maintenance and repairs, and
maintenance hours vs. operational hours. Each piece that we’ve programmed for 2018 fell
into the “immediate replacement” category. Replacement of vehicles and equipment that
didn’t fall into this category were deferred to a future year.
The Equipment Plan strives to provide a stable funding source recognizing that the
expenditures will fluctuate from year to year. Historical funding has been significantly less
than the projected expenditures. Staff is recommending an additional transfer from the
General Fund in 2017, anticipating that approximately $500k will be available from 2017
operations. Staff is recommending an increase in the property tax levy, as well. Even with this
additional funding, the use of short-term equipment certificates will be necessary in 2019,
2020 and 2021.
After reviewing the unrestricted net position of the Liquor Fund, staff is recommending
phasing a transfer to the Equipment Fund back in starting in 2018.
Major equipment/software purchases planned in 2018 include:
Information Systems
o Upgrade Cartegraph asset management software (2017 and 2018);
Administration
o Electronic poll pads;
9
Police
o Replace (3) 2013 and (2) 2014 squad cars;
o Replace (2) 2007 investigation vehicles;
o Replace (1/2) portable radios; other ½ in 2019;
Fire
o Replace (4) vehicles; transition vehicles to other departments;
o Replace rescue tools;
Streets
o Replace (2) 2006 Chevy ¾-ton pickups;
o Replace (1) 2003 Sterling dump truck;
o Replace 2000 Towmaster trailer;
o New Tandem Axel dump truck;
o New brake lathe and wheel scales;
o Replace confined space equipment;
Parks
o Replace 2002 Chevy 2500;
o Replace pump/water valve system;
o Replace 2007 Kubota utility vehicle;
o Replace 2008 Toro riding mower;
o Replace trailer/sprayer unit;
Major equipment requested but not included in 2018:
Planning
o Vehicle for Code Enforcement – will transition a used vehicle from another
department;
Police
o Warning sirens – deferred two new and one replacement to future years;
o Body worn cameras – deferred until 2019 pending future legislative
action/funding;
Streets
o Single axle dump truck – replacement deferred to 2019;
Parks
o Toro mower – replacement deferred to 2019;
o Refuse compactor truck – deferred new purchase to 2019;
Park Improvement Fund
Preliminary 2018-2022 Capital Improvement Program discussions included funding and
expenditures associated with the replacement of park amenities.
Trail Improvement Fund
Preliminary 2018-2022 Capital Improvement Program discussions included funding and
expenditures associated with the replacement of trail segments. Staff is recommending a
$100k transfer from General Fund reserves in 2018.
10
Debt Service Funds
The 2018 property tax levy takes into account new debt issued in 2017. Staff will continue to
review cash balances for the other debt funds to determine if the 2018 levies can be further
reduced.
Other Considerations
The Utility Funds and Liquor Fund are not being presented for your review and feedback
today. They will be presented at a subsequent budget workshop.
Budget & CIP Schedule
Aug 28 Workshop – Review Preliminary Tax Levy and Budget;
Sept 11 Workshop – IF NEEDED – Review Preliminary Tax Levy and Budget
Sept 18 Meeting – Adopt Preliminary Tax Levy & Budget; Announce Public Budget
Meeting Date
Sept 25 Workshop – Final CIP Review / Debt Analysis
Oct 16 Meeting – Public Hearing on CIP/Street Reconstruction Plan; Adopt CIP & Street
Reconstruction Plan.
Oct 23 Workshop – Budget Review – Utility Funds and Liquor Fund
Nov 27 Workshop – Final 2018 Budget Review / 2017 Yearend Preview
Dec 4 Meeting – Public Budget Meeting (Truth in Taxation); Adopt 2018 Budget & Tax
Levy; Adopt Fee Schedule
Council Direction
Staff is seeking direction regarding the 2018 property tax levy and the Equipment and Facility
Plans.
Attachments:
1) General Fund Summary;
2) Equipment Plan 2018-2027;
3) Facilities Plan 2018-2027;
4) Personnel Request Justifications:
a. Police Department;
b. Arts Center;
c. Facilities Dept.
2017 2017 2018
2015 2016 Adopted Amended 2017 Preliminary
Actual Actual Budget Budget Estimate Budget
Revenues (Amount) (Percent) (Amount) (Percent)
General property taxes 17,853,892$ 18,474,652$ 18,833,557$ 18,833,557$ 18,829,967$ 20,113,304$ 1,279,747$ 6.8%1,283,337$ 6.8%
Licenses and permits 2,655,873 3,008,050 2,202,952 2,202,952 2,711,469 2,350,632 147,680 6.7%(360,837) -13.3%
Intergovernmental 982,072 1,024,004 1,021,685 1,021,685 1,039,367 992,788 (28,897) -2.8%(46,579) -4.5%
Charges for services 3,388,546 3,572,203 2,666,697 2,666,697 2,586,560 2,900,495 233,798 8.8%313,935 12.1%
Court fines 369,356 406,269 466,000 466,000 422,593 425,000 (41,000) -8.8%2,407 0.6%
Investment income 55,883 71,327 90,071 90,071 81,000 90,071 - 0.0%9,071 11.2%
Miscellaneous 67,495 75,676 37,860 37,860 43,680 47,303 9,443 24.9%3,623 8.3%
Total revenues 25,373,117 26,632,181 25,318,822 25,318,822 25,714,636 26,919,593 1,600,771 6.3%1,204,957 4.7%
Expenditures - -
General government
Mayor and Council 95,965 97,000 101,090 101,090 100,193 107,230 6,140 6.1%7,037 7.0%
Committees and Commissions 73,175 83,944 75,660 75,660 85,529 87,600 11,940 15.8%2,071 2.4%
City administration 393,910 414,387 423,147 423,147 418,111 476,690 53,543 12.7%58,579 14.0%
City Clerk 139,779 193,838 139,774 139,774 141,009 203,440 63,666 45.5%62,431 44.3%
Legal counsel 68,990 56,533 57,000 57,000 78,591 80,000 23,000 40.4%1,409 1.8%
Planning 427,404 452,198 564,262 564,262 530,792 583,588 19,326 3.4%52,796 9.9%
Community and econ. development 288,720 292,609 358,272 358,272 314,029 342,808 (15,464) -4.3%28,779 9.2%
Inspections 943,737 1,156,351 1,061,584 1,061,584 1,129,108 1,245,861 184,277 17.4%116,753 10.3%
General government facilities 396,713 479,464 529,611 529,611 525,295 560,060 30,449 5.7%34,765 6.6%
Finance 684,386 681,109 759,615 759,615 745,547 764,879 5,264 0.7%19,332 2.6%
Information systems 537,181 565,595 620,742 620,742 582,912 671,337 50,595 8.2%88,425 15.2%
Human resources 433,294 502,406 520,626 520,626 500,037 509,940 (10,686) -2.1%9,903 2.0%
Insurance 322,100 182,180 182,180 182,180 285,000 285,000 102,820 56.4%- 0.0%
Public safety - 0%
Police 9,310,676 9,824,511 10,493,244 10,493,244 10,425,913 11,197,924 704,680 6.7%772,011 7.4%
Fire 1,649,260 1,714,102 1,788,770 1,788,770 1,818,148 1,859,977 71,207 4.0%41,829 2.3%
Public works - 0%
Engineering 659,432 673,021 1,005,397 1,005,397 885,466 966,080 (39,317) -3.9%80,614 9.1%
Operations and Maintenance 531,754 479,351 664,477 664,477 498,642 542,071 (122,406) -18.4%43,429 8.7%
Streets 2,753,580 2,788,385 3,276,483 3,276,483 3,234,614 3,358,292 81,809 2.5%123,678 3.8%
Parks and recreation - 0%
Parks 2,362,566 2,310,223 2,541,925 2,541,925 2,522,866 2,649,966 108,041 4.3%127,100 5.0%
Recreation 635,489 598,885 672,981 672,981 655,254 684,172 11,191 1.7%28,918 4.4%
Heritage Center 85,516 96,594 95,822 95,822 130,334 129,192 33,370 34.8%(1,142) -0.9%
Arts Center 474,266 499,436 502,337 502,337 527,627 538,879 36,542 7.3%11,252 2.1%
Other - - - - - (43,090) (43,090) 0%(43,090) 0%
Total expenditures 23,267,893 24,142,122 26,434,999 26,434,999 26,135,017 27,801,896 1,366,897 5.2%1,666,879 6.4%
Excess (deficiency) of revenues
over expenditures 2,105,224 2,490,059 (1,116,177) (1,116,177) (420,381) (882,303) 233,874 -21.0%(461,922) 109.9%
Other financing sources (uses)
Transfer from other funds 809,935 806,513 782,655 782,655 782,655 777,303 (5,352) -0.7% (5,352) -0.7%
Transfer to other funds (1,612,000) (595,000) (1,145,000) (1,145,000) (1,888,191) (644,508) 500,492 -43.7%1,243,683 -65.9%
Total other financing sources (uses) (802,065) 211,513 (362,345) (362,345) (1,105,536) 132,795 495,140 -136.6%1,238,331 -112.0%
Net change in fund balance 1,303,159 2,701,572 (1,478,522) (1,478,522) (1,525,917) (749,508) 729,014 -49.3%776,409 -50.9%
Fund balance, January 1 11,071,769 12,374,928 14,121,784 14,121,784 15,076,500 13,550,583 (571,201) -4.0%(1,525,917) -10.1%
Committed Fund Balance 45,000 - - - - - - 0%- 0%
Fund balance, December 31 12,374,928$ 15,076,500$ 12,643,262$ 12,643,262$ 13,550,583$ 12,801,075$ 157,813$ 1.2%(749,508) -5.5%
Adj Fund Balance, Dec 31 (net of restricted)11,927,644$ 14,380,670$ 11,947,432$ 11,947,432$ 12,854,753$ 12,105,245$
Ratio: Fund balance to CY expenditures 51.3%58.8%45.2%45.2%49.2%43.5%
Ratio: Fund balance to NY expenditures 45.1%55.0%43.9%43.0%46.2%42.0%
CITY OF LAKEVILLE, MINNESOTA
General Fund
Schedule of Revenues, Expenditures and Changes in Fund Balances
For the Year Ending December 31, 2018
Change from
2017
Estimate
Change from
2017 Adopted
Budget
CITY OF LAKEVILLE Council Workshop 2017.08.28
2018 - 2027 EQUIPMENT PLAN
2017 2016 CF +2018 - 2027
(as amended)2017 Est'd 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Totals
Use of Funds:
Elections 29,685$ 29,685$ 44,112$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 44,112$
Information Systems 625,521 564,942 744,020 608,308 571,733 406,611 875,837 729,981 749,436 630,610 806,606 482,645 6,605,786
Facilities - - - - - - - 30,879 35,383 - - - 66,262
Inspections - - 24,000 - 25,101 25,791 26,482 27,173 - - - - 128,547
Police 241,933 254,779 542,902 1,438,744 366,799 450,497 798,579 289,612 453,527 985,608 484,546 493,585 6,304,398
Fire 310,843 308,949 178,152 620,100 708,500 182,119 - 107,630 189,970 772,031 47,760 - 2,806,262
Engineering - - - - - - - - - - 31,812 32,869 64,681
Construction Services 27,485 27,460 - - - - - 31,860 32,670 - - 35,100 99,630
Streets 816,831 828,718 579,646 483,652 883,580 802,911 388,206 1,690,180 887,206 755,666 721,283 1,762,979 8,955,308
Parks 262,505 241,542 261,210 172,886 368,515 388,826 164,623 201,052 176,004 321,098 324,786 784,696 3,163,695
Environmental Resources - - 57,118 - - - - - - - - - 57,118
Forestry - - - - 22,691 - - - - - - 22,691
Utilities 440,188 459,142 85,822 66,916 76,881 - 66,393 75,266 667,729 634,917 109,428 96,710 1,880,061
Liquor 237,775 99,774 - - - - - - - - - - -
- - - - - - - - - - - - -
Total Use of Funds 2,992,766$ 2,814,991$ 2,516,980$ 3,390,606$ 3,001,109$ 2,279,446$ 2,320,118$ 3,183,634$ 3,191,925$ 4,099,930$ 2,526,220$ 3,688,584$ 30,198,552$
Source of Funds:
Interest Earnings (2%) 33,578$ 59,347$ 36,404$ 19,721$ 8,658$ 9,723$ 13,270$ 5,085$ 7,051$ (4,313)$ (1,717)$ (7,087)$ 86,795$
Annual Levy 350,000 350,000 575,000 600,000 600,000 650,000 650,000 750,000 850,000 950,000 1,050,000 1,150,000 7,825,000
General Fund Contribution 945,000 1,445,000 - - - - - - - - - - -
Liquor Fund Contribution - - 250,000 400,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 4,650,000
Pavement Mgmt Fund Contribution 100,000 100,000 85,000 - - - - - - - - - 85,000
Environmental Res Fund Contribution 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 31,000 - - 248,000
Funding outside Equipment Fund
General Fund 193,006 166,225 217,528 194,370 247,587 253,944 298,014 255,265 237,834 234,489 254,302 70,257 2,263,591
Communications Fund - - 2,407 2,403 2,753 6,505 6,282 3,008 4,896 2,869 7,779 4,392 43,294
Utility Fund 440,188 459,142 244,505 123,487 147,796 98,511 158,448 152,818 739,726 707,548 189,172 126,062 2,688,074
Liquor Fund 237,775 99,774 12,612 6,177 71,035 7,392 20,029 55,860 15,979 81,345 28,823 14,668 313,920
Arenas 3,351 5,330 527 5,688 8,846 14,921 12,209 1,802 4,357 15,282 72,312
Auction/Sale Proceeds 207,728 227,995 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000 225,000 2,250,000
Bond Proceeds - - - 1,230,000 1,220,000 669,000 - 1,289,000 - 1,500,000 - 1,500,000 7,408,000
Total Source of Funds 2,553,275$ 2,938,483$ 1,682,806$ 2,837,489$ 3,054,356$ 2,456,764$ 1,910,889$ 3,281,956$ 2,623,696$ 4,229,739$ 2,257,717$ 3,598,574$ 27,933,985$
Change in Fund Balance (439,491)$ 123,492$ (834,174)$ (553,117)$ 53,247$ 177,318$ (409,229)$ 98,322$ (568,229)$ 129,809$ (268,503)$ (90,010)$ (2,264,567)$
Beginning Fund Balance $1,678,922 $1,696,715 $1,820,207 $986,033 $432,916 $486,163 $663,480 $254,251 $352,573 ($215,656) ($85,847) ($354,350)
Ending Fund Balance $1,239,431 $1,820,207 $986,033 $432,916 $486,163 $663,480 $254,251 $352,573 ($215,656) ($85,847) ($354,350) ($444,360)
-
2017-2021 CIP Adopted 11.21.2016 2,121,797 3,845,216 3,017,498 1,952,268 1,678,885 1,922,316 2,389,866 3,432,368 2,612,657 2,500,017 25,472,888
Variance (1,328,236) 373,108 1,048,841 600,561 397,802 793,769 (240,443) 1,487,273 26,203 4,725,664
CITY OF LAKEVILLE Council Workshop 2017.08.28
2018 - 2027 FACILITY PLAN
2016 CF + 2018 - 2027
2017 2017 Est'd 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Totals
Use of Funds:
Art Center 291,792$ 129,957$ 321,635$ 79,700$ 15,500$ -$ 10,000$ 13,750$ -$ 220,000$ 20,000$ -$ 680,585$
Central Maintenance Facility 100,700 93,576 46,000 8,090,800 65,000 36,000 - 97,000 - 75,000 - - 8,409,800
City Hall 190,000 165,337 51,500 484,000 204,123 57,500 2,500 - - 1,500 135,000 - 936,123
Fire Station #1 - - - - 31,000 27,000 - 23,500 - - 6,000 - 87,500
Fire Station #2 10,900 5,600 10,000 - 10,000 - 5,500 - - 25,900 12,000 - 63,400
Fire Station #3 - - 6,850 - - - 11,000 5,000 - 20,000 - - 42,850
Fire Station #4 18,300 19,784 23,500 115,000 52,500 - - - - - 5,500 - 196,500
Heritage Center 14,000 13,481 44,000 75,000 96,000 - - - - - - - 215,000
Galaxie Liquor Store 15,000 15,000 - 35,000 - 65,000 - 60,000 - - - - 160,000
Kenrick Liquor Store 185,000 43,000 7,300 4,500 - - - - - - - - 11,800
Police Station 41,500 41,960 113,486 166,420 - 60,000 - - - - 75,000 - 414,906
Police Shooting Range - - - 3,000,000 - - - - - - - - 3,000,000
Public Works Storage Facility - - - - - - - - - - - - -
Radio Communications Building - - - - - - - - - - - - -
Water Treatment Barn - - - - - - - - - - - - -
Water Treatment Facility 28,500 28,500 87,006 - - 67,200 32,000 - 11,000 - - - 197,206
Total Use of Funds 895,692$ 556,195$ 711,277$ 12,050,420$ 474,123$ 312,700$ 61,000$ 199,250$ 11,000$ 342,400$ 253,500$ -$ 14,415,670$
Source of Funds:
Interest Earnings (2%) 15,092$ 15,092$ 14,076$ 16,419$ 3,929$ 3,525$ 7,985$ 15,565$ 21,091$ 29,513$ 31,255$ 34,810$ 178,168$
Annual Levy (Building Fund) 150,000 150,000 420,000 450,000 450,000 400,000 400,000 400,000 400,000 400,000 400,000 400,000 4,120,000
General Fund Contribution - - 300,000 200,000 - - - - - - - - 500,000
Unencumbered 2016 GF 200,000 200,000 - - - - - - - - - - -
Liquor Fund 200,000 58,000 7,300 39,500 - 65,000 - 60,000 - - - - 171,800
Water Fund 28,500 28,500 87,006 - - 67,200 32,000 - 11,000 - - - 197,206
Bond Proceeds - - - 10,720,000 - - - - - - - - 10,720,000
Other - - - - - - - - - - - - -
Total Source of Funds 593,592$ 451,592$ 828,382$ 11,425,919$ 453,929$ 535,725$ 439,985$ 475,565$ 432,091$ 429,513$ 431,255$ 434,810$ 15,887,174$
Change in Fund Balance (302,100)$ (104,603)$ 117,105$ (624,501)$ (20,194)$ 223,025$ 378,985$ 276,315$ 421,091$ 87,113$ 177,755$ 434,810$ 1,471,504$
Beginning Fund Balance 754,589$ 808,425$ 703,822$ 820,927$ 196,426$ 176,232$ 399,257$ 778,242$ 1,054,557$ 1,475,648$ 1,562,761$ 1,740,516$
Ending Fund Balance 452,489$ 703,822$ 820,927$ 196,426$ 176,232$ 399,257$ 778,242$ 1,054,557$ 1,475,648$ 1,562,761$ 1,740,516$ 2,175,326$
2017-2021 CIP Adopted 11.21.2016 895,692 786,825 7,149,600 397,500 215,200 55,500 199,250 11,000 342,400 253,500 - 9,410,775
Variance (75,548) 4,900,820 76,623 97,500 5,500 - - - - - 5,004,895
Police Officers
Page 1 of 5 7/28/2017
The Police Department recommends adding a minimum of 1.25 full-time Police Officers.
The 0.25 replaces the officer that has been funding through the DUI grant, ends
September 2018.
The other officer is the minimum amount needed to provide service to the City of
Lakeville’s growing population, as members of the community value living in a
community where people feel safe and the Police Department must be properly
staffed to support the community’s value of safety throughout the community.
The Police Department’s ability to respond to emergencies, problem solve, reduce crime,
educate and ensure quality of life is impacted by the city’s increasing population and the
increasing need for police assistance.
Additionally, the Police Department rarely runs at full strength due to training
requirements, family medical leaves, resignations, military duty, and injuries. The
department has been at full roster strength for only one month since the beginning of 2014.
The last time all officers were available for work was in 2009. Furthermore, we expect
numerous retirements during 2018. Over the next 15 years, we expect to lose 55% of the
department due to retirement.
The request for 1.25 full-time Police Officers is guided by financial considerations, as the
population supports an addition of at least 7.25 full-time officers.
55954 56534
57048 57789
58689
59589
60633
61980
63698
52 52
53
54 54
55 55
57 57
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
50000
52000
54000
56000
58000
60000
62000
64000
66000
2010 2011 2012 2013 2014 2015 2016 2017
Estimate
2018
Estimate OfficersPopulationCommunity Safety - Population
Population Officers
Police Officers
Page 2 of 5 7/28/2017
18683
18813 19046
19623
19972
20297 20581
20931
21634
52 52
53
54 54
55 55
57 57
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
17000
17500
18000
18500
19000
19500
20000
20500
21000
21500
22000
OfficersHouseholdsCommunity Safety - Households
Households Officers
35980
47072 47724 48385
49055
54
55 55
57 57
53
54
55
56
57
58
59
60
61
62
63
34000
36000
38000
40000
42000
44000
46000
48000
50000
52000
2014 2015 2016 2017
Estimate
2018
Estimate OfficersPolice CallsPolice Calls Officers
Police Officers
Page 3 of 5 7/28/2017
Police Calls - Details
Select Calls for Service * 2016 2015
%
CHANGE 2014
%
CHANGE
ACCIDENT PROPERTY DAMAGE 1138 1,074 5.96% 974 10.27%
ACCIDENT PERSONAL INJURY 129 145 -11.03% 149 -2.68%
ANIMAL 1263 1,264 -0.08% 1,375 -8.07%
ALARM BURGLAR 1167 1,159 0.69% 1,187 -2.36%
ALARM FIRE 261 275 -5.09% 246 11.79%
SUSPICIOUS ACTIVITY 2706 2,549 6.16% 2,213 15.18%
THEFT 692 932 -25.75% 986 -5.48%
FRAUD 481 398 20.85% 356 11.80%
BURGLARY 87 115 -24.35% 85 35.29%
ROBBERY 6 4 50.00% 11 -63.64%
DOMESTIC 424 409 3.67% 423 -3.31%
WELFARE CHECK 507 497 2.01% 432 15.05%
CRISIS MENTAL HEALTH 289 251 15.14% 193 30.05%
SUICIDE THREAT/ATTEMPT 16 23 -30.43% 16 43.75%
MEDICAL 1897 1,639 15.74% 1,596 2.69%
DEATH 11 7 57.14% 12 -41.67%
TOTAL CALLS FOR SERVICE 47,724 47,072 1.39% 35,980 30.83%
TOTAL TRAFFIC STOPS 18,239 17,681 3.16% 10,531 67.89%
TOTAL NON-TRAFFIC 29,485 29,391 0.32% 25,449 15.49%
*Note: Calls are reported as coded by dispatch. The actual incident description may differ.
Police Officers
Page 4 of 5 7/28/2017
2.49
2.17
2.10
2.08
1.70
1.62
1.60
1.58
1.56
1.49
1.45
1.44
1.44
1.44
1.43
1.39
1.39
1.37
1.36
1.35
1.34
1.34
1.33
1.32
1.29
1.28
1.28
1.25
1.24
1.21
1.20
1.20
1.18
1.12
1.11
1.10
1.09
1.09
1.08
1.07
1.04
1.03
1.03
1.02
1.01
1.00
1.00
1.00
0.99
0.98
0.98
0.98
0.95
0.91
0.89
0.00 0.50 1.00 1.50 2.00 2.50
St. Anthony Police Department
Belle Plaine Police Department
Minnapolis Police
Orono Police Department
Robbinsdale Police Department
New Hope Police Department
Mendota Heights Police Department
Hopkins Police Department
Anoka Police Department
North St. Paul Police Department
Golden Valley Police Department
Mounds View Police Dept.
West St. Paul Police Department
Rogers Police Department
Fridley Police Department
Faribault Police Department
Columbia Heights Police Dept.
South St. Paul Police Department
Crystal Police Department
Lino Lakes Police Department
Hastings Police Department
Roseville Police Department
Forest Lake Police Department
Maplewood Police Department
Moorhead Police Department
New Brighton Dept. of Public Safety
Burnsville Police Department
Elk River Police Department
Richfield Public Safety
Shakopee Police Department
White Bear Lake
Cottage Grove Public Safety
Oakdale Police Department
Stillwater Police Department
Champlin Police Department
St. Louis Park Police Department
Savage Police Department
Inver Grove Heights Police Dept.
Minnetonka Police Department
Farmington Police Department
Woodbury Public Safety
Eden Prairie Police Department
Eagan Police Department
Plymouth Police Department
Maple Grove Police Department
Coon Rapids Police Department
Edina Police Department
Lakeville PD + 7.25
Apple Valley Police Department
Blaine Police Department
Prior Lake Police Department
Rosemount Police Department
Chaska Police Department
Lakeville PD + 1.25 (.25 replaces DUI officer 9/2018)
Lakeville PD
Officer per 1000
Police Officers
Page 5 of 5 7/28/2017
under 5
16%
5-10
15%
11-19
36%
20+
33%
Years of Sworn Service
20-29
14%
30-39
32%40-49
45%
50-59
9%
Officers by Age Group
Under 20
35%
20-29
30%
30-39
17%
40-49
10%
50+
8%
Arrestees
Budget Request for Personnel
For Budget Year 2018
Yes
Total Annual Wages/Benefit Cost: $ 100,026.00
$ 9,880.00
No $ -
Desktop
No $ -
No $ -
If Transfer or Other, please add details below:
No $ -
No $ -
Yes $ 910.00
Yes $ 1,021.00
No $ -
New Software or Licenses ( no / yes ). IT will provide a comprehensive list of
existing software licenses. If yes, please add brief details below.
E-mail and other licences required for basic city use.
Other ( no / yes ) If yes, please explain below.
Smartphone ( no / yes )
I-Pad Data plan for the year (no/yes) If yes, calculate cost from start date.
Phone (desk) ( no / yes )
Analysis
Provide a brief overview of the responsibilities of the position requested:
Estimated Budget Impact
Discuss any services the Department or Division is currently unable to provide without the requested position:
Historical data correlates population, household & commercial growth with additional workload on all aspects of the police department. 1 additional Police Officer is the
minimum needed to provide service to the City of Lakeville’s growing population, as the members of the community value living in a community where people feel safe & the
Police Department (PD) must be properly staffed to support the community’s value of safety throughout the community. The PD’s ability to respond to emergencies, problem
solve, reduce crime, educate & ensure quality of life is impacted by the city’s increasing population & the increasing need for police assistance.
Additionally, the PD rarely runs at full strength due to training requirements, family medical leaves, resignations, military duty, & injuries. The PD has been at full roster strength
for only 1 month since the beginning of 2014. The last time all officers were available for work was in 2009. Furthermore, we expect numerous retirements during 2018. Over the
next 15 years, we expect to lose 55% of the department due to retirement. The request for 1.25 full-time Police Officers is guided by financial considerations, as the population
supports an addition of at least 7.25 full-time officers. 7.25 officers would be needed to be staffed at levels similar to our neighbors in Eagan and Woodbury.
Discuss any alternative solutions you’ve researched or implemented to meet current service shortfalls. (This could include schedule adjustments, eliminating the service,
overtime, consultants, contracted work, seasonal or temporary employees, etc.)
POSITION REQUESTED:
REPORTS TO: Patrol Sergeant
Patrol Officer is responsible for providing basic policing services to citizens living in and visiting the City of Lakeville. Three officers are required to increase shift coverage by
one.
YEARS OF EXPERIENCE DESIRED: 4
Please check the box or choose yes or no in each applicable section, and fill in the blue boxes with estimated budget impact. The blue boxes will automatically sum at the
bottom.
Technology – contact Information Systems for estimate; attach IS estimate to this request.
Police Officer
REQUESTED BY: Police Department
DEPARTMENT/BUSINESS UNIT: Patrol
FULL-TIME OR PART-TIME: Full Time
IF THERE IS A GRANT FOR THE POSITION, WHAT IS THE
TERM OF THE GRANT?N/A
REQUESTED START DATE: 1-Mar-18
Other Compensation Estimates (include uniform allowances, boots, etc.) Departments prepare; itemize separately; attach
estimate.
Total Other Compensation items (uniform allowances, boots, etc).
Computer ( no / yes ) If yes, select: desktop / mobile device
Wages & Benefit Estimates – contact Human Resources for estimate; attach HR estimate to this request.
Desktop Monitor #2 ( no / yes )
I-Pad (no/yes) If yes, select: existing in dept/new/transfer from another dept/other.
Police Officer SCHEDULE A - Postion 1 Page 1 of 2 8/21/2017
Budget Request for Personnel
For Budget Year 2018
No $ -
Existing
No $ -
Existing
No $ -
Existing
No $ -
No $ -
Training: $ 1,000.00
Memberships: $ -
Overtime: $ 7,500.00
Other: $ -
Total 2018 cost to add position $ 120,337.00
Ability to respond to basic emergency needs will be impacted without additional staff.
We are not keeping up with growth.
Summarize “Cons” by bullet points for not adding the Requested Position.
The City of Lakeville is the LOWEST per capita department in the metro area at 0.89 per 1000
"Safety throughout the Community" is a community value.
Projected Growth will require additional staff
Itemize Other Costs or Estimated Reductions in Costs:
Summarize “Pros” by bullet points for adding the Requested Position.
Standard officer training, plus additional new officer training.
Revenue / Funding Sources – Identify the specific funding sources needed for this position request: include grants (please specify term of the grant if applicable), user
fees, property taxes, etc.
Property Tax
Any other equipment/furniture type items ( no / yes ). Provide explanation below:
Desk ( no / yes ) Select existing in dept/new/transfer from another dept/other)
Chair ( no / yes ) Select existing in dept/new/transfer from another dept/other)
Other Furniture ( no / yes ). Provide explanation below:
Provide explanation below:
Provide explanation below:
Vehicle ( no / yes ) If yes, select existing in dept/new/forfeiture/transfer from another
dept/other
Provide explanation below:
Equipment/Furniture- include any and all equipment that would be needed in conjunction with this position request.
Police Officer SCHEDULE A - Postion 1 Page 2 of 2 8/21/2017
Budget Request for Personnel
For Budget Year 2018
Yes
Total Annual Wages/Benefit Cost: $ 18,686.00
$ -
No $ -
Desktop
No $ -
No $ -
If Transfer or Other, please add details below:
No $ -
No $ -
Yes $ -
Yes $ -
No $ -
New Software or Licenses ( no / yes ). IT will provide a comprehensive list of
existing software licenses. If yes, please add brief details below.
E-mail and other licences required for basic city use.
Other ( no / yes ) If yes, please explain below.
Smartphone ( no / yes )
I-Pad Data plan for the year (no/yes) If yes, calculate cost from start date.
Phone (desk) ( no / yes )
Analysis
Provide a brief overview of the responsibilities of the position requested:
Estimated Budget Impact
Discuss any services the Department or Division is currently unable to provide without the requested position:
Historical data correlates population, household & commercial growth with additional workload on all aspects of the police department. .25 additional Police Officer is needed to
replace the DUI Grant funded position ending Sept 2018. The DUI officer was used to determine service levels needed to police the city's growing population. The PD must be
properly staffed to support the community’s value of safety throughout the community. The ability to respond to emergencies, problem solve, reduce crime, educate & ensure
quality of life is impacted by the city’s increasing population & the increasing need for police assistance.
Additionally, the PD rarely runs at full strength due to training requirements, family medical leaves, resignations, military duty, & injuries. The PD has been at full roster strength
for only 1 month since the beginning of 2014. The last time all officers were available for work was in 2009. Furthermore, we expect numerous retirements during 2018. Over the
next 15 years, we expect to lose 55% of the department due to retirement. The request for 1.25 full-time Police Officers is guided by financial considerations, as the population
supports an addition of at least 7.25 full-time officers. 7.25 officers would be needed to be staffed at levels similar to our neighbors in Eagan and Woodbury.
Discuss any alternative solutions you’ve researched or implemented to meet current service shortfalls. (This could include schedule adjustments, eliminating the service,
overtime, consultants, contracted work, seasonal or temporary employees, etc.)
POSITION REQUESTED:
REPORTS TO: Patrol Sergeant
Patrol Officer is responsible for providing basic policing services to citizens living in and visiting the City of Lakeville. Three officers are required to increase shift coverage by
one.
YEARS OF EXPERIENCE DESIRED: 4
Please check the box or choose yes or no in each applicable section, and fill in the blue boxes with estimated budget impact. The blue boxes will automatically sum at the
bottom.
Technology – contact Information Systems for estimate; attach IS estimate to this request.
Police Officer
REQUESTED BY: Police Department
DEPARTMENT/BUSINESS UNIT: Patrol
FULL-TIME OR PART-TIME: Full Time
IF THERE IS A GRANT FOR THE POSITION, WHAT IS THE
TERM OF THE GRANT?N/A
REQUESTED START DATE: 1-Oct-18
Other Compensation Estimates (include uniform allowances, boots, etc.) Departments prepare; itemize separately; attach
estimate.
Total Other Compensation items (uniform allowances, boots, etc).
Computer ( no / yes ) If yes, select: desktop / mobile device
Wages & Benefit Estimates – contact Human Resources for estimate; attach HR estimate to this request.
Desktop Monitor #2 ( no / yes )
I-Pad (no/yes) If yes, select: existing in dept/new/transfer from another dept/other.
Police Officer SCHEDULE A - Postion 2 Page 1 of 2 8/21/2017
Budget Request for Personnel
For Budget Year 2018
No $ -
Existing
No $ -
Existing
No $ -
Existing
No $ -
No $ -
Training: $ 500.00
Memberships: $ -
Overtime: $ 1,875.00
Other: $ -
Total 2018 cost to add position $ 21,061.00
Ability to respond to basic emergency needs will be impacted without additional staff.
We are not keeping up with growth.
Will lower staff counts currently used to determine staffing levels
Will reduce staff when additonal staff is needed
Summarize “Cons” by bullet points for not adding the Requested Position.
The City of Lakeville is the LOWEST per capita department in the metro area at 0.89 per 1000
"Safety throughout the Community" is a community value.
Projected Growth will require additional staff
Replaces DUI Grant funded officer ending Sept 2018
Itemize Other Costs or Estimated Reductions in Costs:
Summarize “Pros” by bullet points for adding the Requested Position.
Standard officer training, plus additional new officer training.
Revenue / Funding Sources – Identify the specific funding sources needed for this position request: include grants (please specify term of the grant if applicable), user
fees, property taxes, etc.
Property Tax
Any other equipment/furniture type items ( no / yes ). Provide explanation below:
Desk ( no / yes ) Select existing in dept/new/transfer from another dept/other)
Chair ( no / yes ) Select existing in dept/new/transfer from another dept/other)
Other Furniture ( no / yes ). Provide explanation below:
Provide explanation below:
Provide explanation below:
Vehicle ( no / yes ) If yes, select existing in dept/new/forfeiture/transfer from another
dept/other
Provide explanation below:
Equipment/Furniture- include any and all equipment that would be needed in conjunction with this position request.
Police Officer SCHEDULE A - Postion 2 Page 2 of 2 8/21/2017
Budget Request for Personnel
For Budget Year 2018
Yes
Total Annual Wages/Benefit Cost: $ 6,810.00
$ -
No $ -
Desktop
No $ -
No $ -
If Transfer or Other, please add details below:
No $ -
No $ -
No $ -
No $ -
No $ -
REQUESTED START DATE: 1/1/2018
Other Compensation Estimates (include uniform allowances, boots, etc.) Departments prepare; itemize separately; attach
estimate.
Total Other Compensation items (uniform allowances, boots, etc).
Computer ( no / yes ) If yes, select: desktop / mobile device
Wages & Benefit Estimates – contact Human Resources for estimate; attach HR estimate to this request.
Desktop Monitor #2 ( no / yes )
I-Pad (no/yes) If yes, select: existing in dept/new/transfer from another dept/other.
Please check the box or choose yes or no in each applicable section, and fill in the blue boxes with estimated budget impact. The blue boxes will automatically sum at the
bottom.
Technology – contact Information Systems for estimate; attach IS estimate to this request.
Recreation Program Coordinator
REQUESTED BY: Joe Masiarchin
DEPARTMENT/BUSINESS UNIT: Arts Center
FULL-TIME OR PART-TIME: Full-Time
IF THERE IS A GRANT FOR THE POSITION, WHAT IS THE
TERM OF THE GRANT?None
Analysis
Provide a brief overview of the responsibilities of the position requested:
Estimated Budget Impact
Discuss any services the Department or Division is currently unable to provide without the requested position:
As programming at the Arts Center has increased, the Administrative Assistant has had to take on more and more responsibility for the educational art programs. She currently
creates the content, coordinates with staff, orders the supplies and registers the participants. At the same time, theater events have also increased, which has left the coordination
of events and programs mixed between the existing staff. We hope that through the creation of the program coordinator position, responsibilities can be reorganized, allowing for
additional program and event expansions.
Over the past 3 years staff has actively been reorganizing tasks and responsibilities to streamline workloads. Some examples include; the Pottery Studio Manager and Facility
Attendants have each been assigned responsibilities for maintaining product stocks. Project work boards have been created and posted in the Manager Office for all staff to track
to-do lists. Volunteers have been added to assist with large copy jobs, mailings and some special events. The Administrative Assistant is no longer the Secretary for the Friends
of the Arts Center, and new program proposal forms were created to streamline the creation of new programs. A new "Plan a Private Art Party" form was created on the City
website to standardize these events.
Discuss any alternative solutions you’ve researched or implemented to meet current service shortfalls. (This could include schedule adjustments, eliminating the service,
overtime, consultants, contracted work, seasonal or temporary employees, etc.)
POSITION REQUESTED:
REPORTS TO: Joe Masiarchin
This position would reclassify the Art Center Administrative Assistant as a Recreation Program Coordinator. The position would be responsible for developing, organizing,
coordinating and supervising the educational art programs. Assist with the development of annual general fund expenditures and revenue budgets. Additionally, the position
would collaborate with local businesses, and the School District for joint art programming.
YEARS OF EXPERIENCE DESIRED: None
I-Pad Data plan for the year (no/yes) If yes, calculate cost from start date.
Phone (desk) ( no / yes )
New Software or Licenses ( no / yes ). IT will provide a comprehensive list of
existing software licenses. If yes, please add brief details below.
Other ( no / yes ) If yes, please explain below.
Smartphone ( no / yes )
ART CENTER - SCHEDULE A - Reclassification of Admin Assistant Page 1 of 2 8/22/2017
Budget Request for Personnel
For Budget Year 2018
No $ -
Yes $ 3,500.00
Existing
No $ -
Existing
No $ -
No $ -
Training: $ -
Memberships: $ -
Overtime: $ -
Other: $ -
Total 2018 cost to add position $ 10,310.00
Vehicle ( no / yes ) If yes, select existing in dept/new/forfeiture/transfer from another
dept/other
Provide explanation below:
Equipment/Furniture- include any and all equipment that would be needed in conjunction with this position request.
Desk ( no / yes ) Select existing in dept/new/transfer from another dept/other)
Chair ( no / yes ) Select existing in dept/new/transfer from another dept/other)
Other Furniture ( no / yes ). Provide explanation below:
Desk would need re-working if the Part-Time Office Assisstant is Approved.
Provide explanation below:
Provide explanation below:
Any other equipment/furniture type items ( no / yes ). Provide explanation below:
Itemize Other Costs or Estimated Reductions in Costs:
Summarize “Pros” by bullet points for adding the Requested Position.
Revenue / Funding Sources – Identify the specific funding sources needed for this position request: include grants (please specify term of the grant if applicable), user
fees, property taxes, etc.
This position would be funded through a combination of property taxes and increased program registration fees. Staff is
proposing the creation of new afterschool programming held through ISD194, new educational theater classes, a new youth
theater program, increased educational pottery programs, and a new outreach series partnering with Ebeneaser Nursing home.
All of these programs could be implemented quickly to increase revenue, offsetting staffing expenses.
Summarize “Cons” by bullet points for not adding the Requested Position.
Allows for reorginization of tasks and responsibilities.
Allows for expanded events and programs.
Improves customer service, and expands office hours.
Increases Staff's ability to monitor program quality and customer satisfaction through site visits and surveys.
Reduces our ability to add new programming and theater events.
Continues current customer service concerns.
ART CENTER - SCHEDULE A - Reclassification of Admin Assistant Page 2 of 2 8/22/2017
Budget Request for Personnel
For Budget Year 2018
Yes
Total Annual Wages/Benefit Cost: $ 26,056.00
$ 150.00
No $ -
Desktop
No $ -
No $ -
If Transfer or Other, please add details below:
No $ -
No $ -
No $ -
No $ -
No $ -
REQUESTED START DATE: 4/1/2018
Other Compensation Estimates (include uniform allowances, boots, etc.) Departments prepare; itemize separately; attach
estimate.
Total Other Compensation items (uniform allowances, boots, etc).
Computer ( no / yes ) If yes, select: desktop / mobile device
Wages & Benefit Estimates – contact Human Resources for estimate; attach HR estimate to this request.
Desktop Monitor #2 ( no / yes )
I-Pad (no/yes) If yes, select: existing in dept/new/transfer from another dept/other.
Please check the box or choose yes or no in each applicable section, and fill in the blue boxes with estimated budget impact. The blue boxes will automatically sum at the
bottom.
Technology – contact Information Systems for estimate; attach IS estimate to this request.
Faciltiy Attendant
REQUESTED BY: Neil Normandin
DEPARTMENT/BUSINESS UNIT: Public Works/Facilities Division
FULL-TIME OR PART-TIME: Part Time
IF THERE IS A GRANT FOR THE POSITION, WHAT IS THE
TERM OF THE GRANT?None
Analysis
Provide a brief overview of the responsibilities of the position requested:
Estimated Budget Impact
Discuss any services the Department or Division is currently unable to provide without the requested position:
Currently, the Facilities Division has four facility attendants, three are dedicated to City Hall, PD, and the CMF. The fourth is split between the WTF and the four Fire Stations.
The services not provided are a deeper and more thorough cleaning of Fire Stations 1, 2, and 3, sufficient coverage for sick and vacation time, and the ability to facilitate more of
the building maintenance functions that are part of the job description.
Contracted building maintenance is used for many projects, such as relamping of facilities, office furniture reconfiguration, and minor repairs throughout the facilities. Staff have
the capability to do some of this work, but have not been able to work the additional responsibilities into their schedules. Facility attendants are rotated through each of the
facilities for cross training and use modified schedules to cover sick and vacation time.
Discuss any alternative solutions you’ve researched or implemented to meet current service shortfalls. (This could include schedule adjustments, eliminating the service,
overtime, consultants, contracted work, seasonal or temporary employees, etc.)
POSITION REQUESTED:
REPORTS TO: Fcility Maintenance Supervisor
Performs routine custodial and light maintenance work at designated City facilities. Performs buikding set-up and reconfiturations based on scheduled activities. Performs a
variety of custodial work includeing sweeping, mopping, vacuuming, windoe washing, dusting, trash and recycling collection and disposal, exterior walkway maintenance
including snow and ice control, floor stripping and wacing, and general building cleaning and upkeep. REsponsible for building security. Makes minor repairs and ensures
proper operation of lighting, plumbing, and doors and windows.
YEARS OF EXPERIENCE DESIRED: 0
I-Pad Data plan for the year (no/yes) If yes, calculate cost from start date.
Phone (desk) ( no / yes )
New Software or Licenses ( no / yes ). IT will provide a comprehensive list of
existing software licenses. If yes, please add brief details below.
Other ( no / yes ) If yes, please explain below.
Smartphone ( no / yes )
FACILITIES - SCHEDULE A - 2018 Personnel Request Page 1 of 2 8/22/2017
Budget Request for Personnel
For Budget Year 2018
No $ -
No $ -
Existing
No $ -
Existing
No $ -
No $ -
Training: $ -
Memberships: $ -
Overtime: $ -
Other: $ -
Total 2018 cost to add position $ 26,206.00
Vehicle ( no / yes ) If yes, select existing in dept/new/forfeiture/transfer from another
dept/other
Provide explanation below:
Equipment/Furniture- include any and all equipment that would be needed in conjunction with this position request.
Desk ( no / yes ) Select existing in dept/new/transfer from another dept/other)
Chair ( no / yes ) Select existing in dept/new/transfer from another dept/other)
Other Furniture ( no / yes ). Provide explanation below:
Provide explanation below:
Provide explanation below:
Any other equipment/furniture type items ( no / yes ). Provide explanation below:
Itemize Other Costs or Estimated Reductions in Costs:
Summarize “Pros” by bullet points for adding the Requested Position.
Revenue / Funding Sources – Identify the specific funding sources needed for this position request: include grants (please specify term of the grant if applicable), user
fees, property taxes, etc.
General Fund - Property Taxes
Summarize “Cons” by bullet points for not adding the Requested Position.
Allows more time for cleaning and maintenace at ther Fire Stations.
Provides flexibility in staffing for other facilities and facility needs, including Arts Center and Heritage Center.
Facilitates use of facility attendants for additional building maintenance tasks.
Increase cleaning frequency at Fire Stations based on use by PD and ambulance.
Extends the projected ROI for in-house janitorial services for an additional year.
FACILITIES - SCHEDULE A - 2018 Personnel Request Page 2 of 2 8/22/2017